By Jon R. Katzenbach
It's common wisdom that CEOs claim their direct reviews as a staff on the best. but with a tradition of person responsibility and self-reliance pervading government suites, few administration teams ever functionality as actual groups. Now, in a traditional follow-up to his bestselling "The knowledge of Teams", Jon Katzenbach bargains useful directions for expanding management skill on the maximum govt degrees. He indicates how even the most powerful and so much winning CEO can increase a company's functionality by means of turning the senior government workforce right into a actual workforce - with out sacrificing every one member's person management services. "Teams on the most sensible" explains the best way to realize while a workforce attempt on the administration point is most effective and while a piece team less than unmarried management will do. Then, the publication indicates easy methods to boost the potential to shift into whichever mode is acceptable. With tales and examples from recognized businesses together with Avon, Ben & Jerry's, Citicorp, and Clorox, "Teams on the most sensible" can assist businesses of all sizes and in all industries maximize the entire capability in their management.
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Extra resources for Teams At the Top
From day one, he focused relentlessly on improving the core paper business, despite its cyclical challenges. His "team at the top" was always a small one, and there was never any doubt as to who was its leader. For the 20-plus years that Sigler, with Bob Longbine (and later Whitey Heist) as COO and Ken Nichols as CFO, ran the company, they operated primarily as a working Page 25 group, or nonteamdespite the fact that many of those years were devoted to the development of real team performance in the mills.
In fact, most of the available or observable evidence actually points the other way. For example, · The best-performing companies are run by strong CEOs who function in single-leader working group configurations rather than in teams. · Self-proclaimed ''teams at the top" typically fail to deliver acceptable returns to shareholders or customers. · Most observers of senior leadership groups do not recognize where, why, or how they perform as real teams. This book is intended primarily for those who already believe, as a result of their own experiences, that real team behaviors in the right places can improve overall performance.
Equally disturbing is their recognition that the rest of the organization is aware of their predominantly nonteam behavior. This book addresses those concerns directly. My position is that it can often be frustrating, pointless, and even counterproductive to try to force a group of top executives to become a team. However, there are some identifiable occasions and compelling reasons when a top team effort is essential in order to capture performance potential. The wisdom, if you will, is to differentiate between team and nonteam opportunities, and then shift into whichever mode is best for the task at hand.